Communication Pattern

The organisational culture has common properties largely depending upon structure related parameters, but there can be subcultures in the organisation. Most large organisations have a dominant culture and numerous sets of subcultures. These subcultures reflecting common problems, situations or experiences of the members, can form vertically or horizontally. When one product division, or a set of functional specialists such as accountants, etc. have a set of common shared understanding a subculture can be generated. Subculture tends to be defined by departmental designations, geographical separation, functional specializations, etc. These subcultures include the core values of the dominant culture plus additional values unique to the group. It is this "shared value" concept or aspect of organisational culture that makes it such a potent concept. 

A strong organisational culture is characterized by intensely holding the core values, clearly ordered and widely shared. More the number of members motivated to accept them, agree to their importance, and commit themselves to them, stronger the culture is. 

The top management and founder members of the organisation have a major impact on establishment and development of the organisational culture. Their leadership facilitate the composition of their vision on all members of the organisation. The culture originates from the interaction between the top management's biases, assumptions, contentions and commitments with the employees. Employees observe management's behaviour, intention, transparency and treatment. These impressions establish norms of responses that filter down through the organisation. 

Another important factor in development and sustaining the organisational culture is the "socialisation". An organisation will be socializing its employees throughout his/her career in the organisation. New employees typically undergo some form of orientation where they learn about how things are done in the organisation. The senior colleagues and supervisors become a sort of coach to guide and mould the new entrants. In addition, the stories, rituals, material, symbols, myths etc. circulated in the organisation reinforces positively or negatively the culture of organisation. Stories and myths are often told and retold in a narrative of events about the organisation's founders and top managers, about ' key decisions which have influenced the organisation's history, etc. They anchor the present to the past and provide legitimacy for current practices.